Chapter 10. Documenting the requirements

At the launch of a large project to build a commercial software company’s next-generation flagship product, a senior manager convened about 60 employees in a daylong off-site “voice-of-the-customer workshop.” These employees worked with facilitators to generate ideas for the new product. The manager compiled the results of these brainstorming sessions into a 100-page document. He called this a requirements specification, but in fact it was nothing more than a pile of information.

The information from the brain dump by all these smart people wasn’t classified into various categories, organized logically, analyzed, or otherwise processed into anything that described a proposed software solution. Developers ...

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